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| Criterion |  Engineering Kanban |  Operations 5 Whys |  Operations 8D Problem Solving |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | Ongoing | 15-30 min | 1-6 Wochen | 1-3 h |
Participantsdifferent | 2-12 | 2-6 | 4-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving | QualityProblem solvingRoot cause | LeanFlowWasteDelivery |